Facilities Management naturally involves an element of strategy, for example when scheduling planned maintenance, but by going beyond this you can optimise the outcomes for your organisation.
In 2020, RICS ran an article headed “Introducing Strategic Facilities Management” and outlining several potential approaches to Strategic FM.
Here’s our own pick of four key Facilities Management strategies for 2021 and beyond.
Your Facilities Management strategies should look beyond the operational aspects of building maintenance and take a more holistic view of the availability of assets over their complete life span.
For example, Facilities Managers may want to look at assets like heating, ventilation, air conditioning and lighting, and ask how to ensure those essential services and utilities are always accessible to the occupants of the premises.
In this sense, Strategic Facilities Management is concurrent with business continuity planning, where continuity depends on the successful functioning of specific facilities.
Building Information Modelling (BIM)
Building Information Modelling, sometimes called Building Information Management, brings together modern trends including computer-aided Facilities Management (CAFM), automation and IT to understand how to strategically deliver FM in the building.
Incorporating BIM into CAFM makes sense, as the two platforms share much of the same information and can streamline the management of assets.
As yet, many organisations have yet to fully achieve this, making it a good prospect to gain a competitive advantage, or to achieve significant efficiency gains that have not yet been made in full or even in part.
Involving FM from day zero on a new commercial property build and fit out can anticipate future problems with assets and resolve them before they occur.
This can mean paying extra fees upfront for Facilities Managers to start working earlier in the project pipeline, but the long-term return on investment more than makes the business case for doing so.
For the successful future of this trend, FMs need to be involved and their opinions given equal weight, so that if they raise any concerns, appropriate efforts are taken to act on their insights and minimise avoidable future maintenance demands.
Finally, Strategic FM can focus on health and happiness to maximise productivity by creating harmonic working environments for the human workforce.
This can be achieved by ensuring the assets and facilities in the building meet the needs of the occupants, while ensuring their continued comfort at all times.
In this way, Strategic FM can bridge the gap between the building fabric and the human capital of the workforce within, to deliver even greater productivity and efficiency gains overall.
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